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John Henderson - Articles John Henderson, President and CEO of Frank Lynn & Associates has more than 26 years of extensive consulting experience in diverse industries. He developed the firm’s channel economics practice and is a noted author, speaker and management trainer
Designing a Brand Strategy: How to Get Recognized and Stay Recognized in a Noisy WorldWhether you sell to consumers, contractors or big corporations, your customers are bombarded with messages every day. In this environment, companies cannot assume that prospects, or even long-time customers, know all about them. Companies must find a message that strongly communicates their added value. Discount Structure DynamicsDistributor discount pricing structures continue to be one of the most misunderstood and underutilized elements in distributor marketing programs. Yet, their direct affect on your company's and your distributor's profitability makes discount structures the most important element in your business relationship. Channels of Distribution: What Can Manufacturers and Resellers Expect From One Another?A manufacturer that produces a product must identify the right combination of direct sales resources and indirect channels--such as distributors--to effectively reach its target customers. Too many times, a manufacturer chooses the wrong channel partner, has unrealistic expectations, or does not know what to do to ensure accountability for the sale of the product. The Seven Most Common Channel Strategy MistakesDuring my 26 years at Frank Lynn & Associates, Inc., I have seen and helped to create very innovative go-to-market channel strategies across many industries. However, I have witnessed many manufacturers and service providers make the same errors in judgment over and over again when designing their channel strategies. Growing your Business When your Existing Resellers Won't CooperateOne of the most common sales challenges that companies face is how to overcome the reluctance or inability of some resellers to grow and the resultant "drag" they create on the company's plan to increase revenues. Lead or Follow: "pay for Performance"In channel pricing, the old status quo just does not work any more. Suppliers that are locked into historical volume-based structures simply do not have the flexibility to respond to the dynamics of the new economy. They allow channel conflict to erode their market position and fail to capitalize on opportunities to motivate channel performance. Paying for Performance: How Compensation Can Change the Behavior of Indirect Sales Channel PartnersThe "carrot-and-stick" approach to getting results from a sales channel--or paying for performance--is about as old as the practice of paying sales channel partners to represent you in the market. Chicago-based Consulting Firm Shows How Distribution Strategy Leads to Market Share and Revenue GrowthMany companies assume that new products or technologies are the passport to increased market share and revenue growth. If that were true, why do so many promising new products fail? And, are companies in the midst of a new product drought doomed to failure?
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